00602nas a2200145   4500008004100000245010100041210006900142260000900211490001600220653003200236100001800268700002500286700001800311856012700329       2021                        eng d00aCompeting both ways: How combining Porter's low-cost and focus strategies hurts firm performance0 aCompeting both ways How combining Porters lowcost and focus stra  c20210 vforthcoming10aStrategy & Entrepreneurship1 aLee, Chi-Hyon1 aHoehn-Weiss, Manuela1 aKarim, Samina  u/biblio/competing-both-ways-how-combining-porters-low-cost-and-focus-strategies-hurts-firm01513nas a2200169   4500008004100000245012700041210006900168260000900237300001000246490000700256520084900263653003201112100002501144700001801169700001801187856013801205       2017                        eng d00aExamining alliance portfolios beyond the dyads: The relevance of redundancy and non-uniformity across and between partners0 aExamining alliance portfolios beyond the dyads The relevance of   c2017  a56-730 v283 aIn this research, we unpack how interdependencies affect not just individual dyads but also value creation across an alliance portfolio and ultimately a focal firm’s performance. Moving beyond the collection of dyadic relationships of individual alliances, we examine more holistically the distribution of power imbalances and mutual dependences within alliance portfolios, as well as the impact of redundancies in portfolio partners’ resources. Building on resource dependence theory, we develop and test arguments on a sample of 59 firms in the U.S. passenger airline industry during 1998–2011. We find that nonuniform distributions of power imbalances and mutual dependences within the alliance portfolio as well as redundancy affect firm performance in different ways, which has implications for the management of alliance portfolios.10aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aKarim, Samina1 aLee, Chi-Hyon  u/biblio/examining-alliance-portfolios-beyond-dyads-relevance-redundancy-and-non-uniformity-across-and01771nas a2200169   4500008004100000245010000041210006900141260000900210300001200219490000700231520123500238653001501473100001701488700001801505700001901523856005901542       2016                        eng d00aDelaying Change: Examining How Industry and Managerial Turbulence Impact Structural Realignment0 aDelaying Change Examining How Industry and Managerial Turbulence  c2016  a791-8170 v593 aThis paper examines when firms pursue structural realignment through business unit reconfiguration, specifically by recombining business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe environmental conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997, operating within the U.S. medical device and pharmaceutical sectors, demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism), and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth before pursuing more structural realignment. Together, these findings suggest that decision makers often delay initiating structural recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.10aManagement1 aCarroll, Tim1 aKarim, Samina1 aLong, Chris, P  uhttps://journals.aom.org/doi/abs/10.5465/amj.2012.040900613nas a2200157   4500008004100000245009400041210006900135260000900204300001200213490000700225653003200232100001800264700002500282700001800307856013000325       2016                        eng d00aGrouping interdependent tasks: Using spectral graph partitioning to study complex systems0 aGrouping interdependent tasks Using spectral graph partitioning   c2016  a177-1910 v3710aStrategy & Entrepreneurship1 aLee, Chi-Hyon1 aHoehn-Weiss, Manuela1 aKarim, Samina  u/biblio/grouping-interdependent-tasks-using-spectral-graph-partitioning-study-complex-systems00596nas a2200145   4500008004100000245010000041210006900141260000900210300001400219490000700233653003200240100002500272700001800297856013500315       2014                        eng d00aUnpacking functional alliance portfolios: How signals of viability affect young firms' outcomes0 aUnpacking functional alliance portfolios How signals of viabilit  c2014  a1364-13850 v3510aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aKarim, Samina  u/biblio/unpacking-functional-alliance-portfolios-how-signals-viability-affect-young-firms-outcomes01226nas a2200157   4500008004100000245005500041210005300096260000900149300001200158490000600170520075500176653001500931100001700946700001800963856008700981       2011                        eng d00aA framework of organisations as dynamic structures0 aframework of organisations as dynamic structures  c2011  a230-2460 v33 aThis paper integrates advances in organisational structure research into a broader framework of 'structural action' that depicts organisations as dynamic structures. The purpose of this paper is to highlight the main contributions from various theories and perspectives that have all informed our understanding of the impact of organisational structure on strategic change. We propose that organisational structures, as one mechanism by which strategy is enacted, are moulded purposefully and in different ways. To better understand how organisations are re-designed, the framework recommends particular structural actions depending on the turbulence (both internal and external) and performance (both actual and aspired) aspects of the organisation.10aManagement1 aCarroll, Tim1 aKarim, Samina  u/biblio/framework-organisations-dynamic-structures00604nas a2200133   4500008004000000245012200040210006900162260001800231653003200249100001800281700001800299700002500317856012800342       0                           engd00aTask bottlenecks and resource bottlenecks: A holistic examination of task systems through an organization design lens0 aTask bottlenecks and resource bottlenecks A holistic examination  c2022 In Press10aStrategy & Entrepreneurship1 aKarim, Samina1 aLee, Chi-Hyon1 aHoehn-Weiss, Manuela  u/biblio/task-bottlenecks-and-resource-bottlenecks-holistic-examination-task-systems-through